Knowledge management systems: Finding a way with technology

Journal of Knowledge Management (Impact Factor: 1.25). 02/2005; 9(1):113-125. DOI: 10.1108/13673270510583009
Source: DBLP


Purpose – To consider the role of technology in knowledge management in organizations, both actual and desired. Design/methodology/approach – Facilitated, computer-supported group workshops were conducted with 78 people from ten different organizations. The objective of each workshop was to review the current state of knowledge management in that organization and develop an action plan for the future. Findings – Only three organizations had adopted a strongly technology-based “solution” to knowledge management problems, and these followed three substantially different routes. There was a clear emphasis on the use of general information technology tools to support knowledge management activities, rather than the use of tools specific to knowledge management. Research limitations/implications – Further research is needed to help organizations make best use of generally available software such as intranets and e-mail for knowledge management. Many issues, especially human, relate to the implementation of any technology. Participation was restricted to organizations that wished to produce an action plan for knowledge management. The findings may therefore represent only “average” organizations, not the very best practice. Practical implications – Each organization must resolve four tensions: between the quantity and quality of information/knowledge, between centralized and decentralized organization, between head office and organizational knowledge, and between “push” and “pull” processes. Originality/value – Although it is the group rather than an individual that determines what counts as knowledge, hardly any previous studies of knowledge management have collected data in a group context.

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Available from: John Steven Edwards
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    • "For example, each year, IHLs produce internally generated data and information from the organization's operations, such as student records, courses, faculty, and staff. Although most IHLs have adopted tremendous and superior database within each department or unit, they actually had " islands " of unconnected databases [11]. For instance, many IHLs in Malaysia are not fullest utilizing knowledge to improve their performance; this is because the data, information and knowledge available in the IHL are not properly managed [28]. "
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    ABSTRACT: Data mining has been integrated into application systems to enhance the quality of the decision-making process. This study aims to focus on the integration of data mining technology and Knowledge Management System (KMS), due to the ability of data mining technology to create useful knowledge from large volumes of data. Meanwhile, KMS vitally support the creation and use of knowledge. The integration of data mining technology and KMS are popularly used in business for enhancing and sustaining organizational performance. However, there is a lack of studies that applied data mining technology and KMS in the education sector; particularly students' academic performance since this could reflect the IHL performance. Realizing its importance, this study seeks to integrate data mining technology and KMS to promote an effective management of knowledge within IHLs. Several concepts from literature are adapted, for proposing the new integrative data mining technology and KMS framework to an IHL.
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    • "It is generally accepted that there is no ''one size fits all'' solution to the use of technology to support of KM in organizations (Edwards et al, 2005). Moreover, it is difficult to provide a characterization of exactly what each organization has to do to support innovation using KM tools. "
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    • "Consistent with the previous literature (e.g. [69] [70]), we define " naturalness in the ICT use " as the bent to use virtual tools in substitution to face-to-face contacts. We measured the degree of this variable using the following three items (Cronbach's α = 0.80, EVI = 0.49, CRI = 0.71): (1) the relationship between our product development staff and our major suppliers is characterized by a considerable teleconferencing contact, (2) the relationship between our product development staff and our major suppliers is characterized by a considerable desktop video-conferencing contact, and (3) the relationship between our product development staff and our major suppliers is characterized by a considerable telephone contact. "
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